LEWIS: Our Story

4
My thanks go to the team that put this book together, but especially to an
entire company of colleagues. It’s a great privilege to have such wonderful
fellow travellers.
Our clients also deserve thanks. They are the innovators, the risk-takers,
the people that decided upon something better. They are inspirational and
we wouldn’t work with them unless we believed in them.
Of course,we are engaged in a commercial enterprise and in many
instances this company exhibits all the usual commercial metrics. Except
in one area.
Profits are a by-product of what we do. We are financially successful
because of our culture, not the other way around. Our unique ownership
structure allows us to think more longer term than our publicly listed
competitors. We believe you can actually move faster with a long-term
vision. It allows you to invest in downturns and look after people through
the ups and downs of the economic cycle.
It’s one reason we have grown consistently every year for 20 years. Another
reason is that we’ve always reinvested and remained independent. With
this philosophy, we are on target to become one of the most successful
companies in our sector.
Going from start-up to global challenger in a little under two decades has
its challenges. It’s certainly not just about creativity or intelligence. We
think a sense of humor is just as important. We take that really seriously.
When people are laughing, they are listening. They are also relaxed.
Our future
My biggest fear is not that we should aim too high and fail. It is that
we should aim too low and succeed. This is as much true of our own
ambitions as it is for the profession we work in.
We should look upon our industry with a vision of what we want it to
become. If you want to be at the forefront of promoting change you
don’t do this by forcing people or frightening them. You promote change
“We are financially successful
because of our culture,
not the other way around.”
Chris

5
through patience, understanding and an enthusiasm and confidence
that is infectious.
And this gives our view of how quality can be scaled. Of course,
excellence always comes from the personal. Some would say this can’t
be scaled. We believe it depends on your model.
The myth has been that if you globalize you end up with the lowest
common denominator. Not if you engage people.
The myth is that globalization must be threatening. Not if you allow a
personal approach with humour and empathy.
If we’re going to make this successful, we must think differently,
let’s start with education. The world is changing at a faster pace
than ever. The only way to assimilate this is with education, not
just before a career starts, but all the way through. This is why we
created Rise, our training academy.
This is also why we created Kupambana, our Arts Foundation designed
to help students with their education. We let students design our office
space and use it to exhibit their work.
We believe the three most important qualities for a team of people are:
Imagination
This is the quality that marks out humanity from all other species. We can
dream. And most of us do. And some of us decide to do something about
it and that’s when we need.
Creativity
This is when our dreams start to become plans. At this stage, we begin to
conceive of how something might be done.
Innovation
This is the part that never ends. Finding a way seldom means finding the
way. This is why we rely upon all of our colleagues to engage. We also
believe that if colleagues share ownership of the company they work in,
then they will be more likely to give it their best.
There is a story about three people who spent their lives quarrying rocks.
When asked what they were doing, one replied, “Breaking rocks”. The
second said, “Earning a living”. The third said, “Building a cathedral”. An over-
arching sense of the Why preceded the How. That is where we should be.
Chris Lewis, President and CEO

6
The story so far
The board
Numbers
5
8
10
OUR JOURNEY1.

7
The story so far
The company was founded by Chris in 1995. He has a background
in journalism with several newspapers and magazines. The quality of
PR materials from existing agencies was often poor and failed to meet
the needs of journalists. Providing high-quality material designed to
meet the needs of the target audience remains at the core of the
LEWIS approach.
From the start, he believed that the agency needed to expand
internationally – companies are frequently multi-national with short
product lifecycles. They therefore need to promote their products
overseas rapidly and consistently. This philosophy has driven, and
continues to drive, the expansion of LEWIS.
It has always been a cornerstone of the agency’s model to engage with
media by recognizing its needs. That is why there has always been a
strong representation of former journalists from the CEO and senior
management, all through the ranks of LEWIS.
In 2015 we’ll celebrate our 20th birthday – here are some of the highlights
from the last two decades.

8
1995
LEWIS is founded
by Chris.
We rapidly attract
a number of
consumer and tech
PR clients and
establish a
reputation for our
‘corporate
journalism’
approach to PR
1998
We open a
second
European office in
Paris, France,
as well as
establishing
our first global
presence in North
America, based in
San Diego, CA
1997
We open our first
European office in
Munich, Germany
1999
We become the
first PR agency to
launch a Virtual
Press Room
service. We launch
a second North
American office in
Boston, MA
2000
We open an
office in
The Netherlands
2001
PR Week votes
LEWIS ‘Hi-Tech
Agency to Watch’.
Our first office
in Asia-Pacific is
opened, based in
Sydney, Australia
2002
In Europe,
LEWIS Sweden
opens its doors in
Stockholm. We
are the first PR
agency to use
video in
repurposing
coverage and
streaming it across
the Web
2003
We complete our
first acquisition
providing a
presence in
Singapore. In the
US, PR Week ranks
LEWIS as the
fastest growing
tech agency,
following the opening
of an office in San
Francisco, CA.
We also launch in
Madrid & Milan

9
2004
We continue
to grow
internationally,
opening up in
Hong Kong
2008
We open an office
in Warsaw
2009
We strengthen our
Iberian presence
with the first
LEWIS Portuguese
office in Lisbon. We
make our largest
acquisition to date
- leading European
communications
agency, Leads
United
2010
We celebrate our
15th birthday and
announce our
15th consecutive
year of growth. In
October, we make
our first US
acquisition,
leading social
media agency,
Page One PR,
which rebrands to
LEWIS Pulse
2011
We enter the
Holmes Report
Rankings 2011
as a Top 40
PR agency
2012
We open our doors
in Amsterdam, our
second office in
The Netherlands.
We launch
Kupambana, the
industry’s first
not-for-profit
initiative to
champion the
adoption of visual
and creative arts in
communications
2013
We welcome the
Davies Murphy
Group to the
LEWIS family, and
open in Bangalore
and Kuala Lumpur.
We are named
one of the
fastest-growing
private companies
in the United States
on the
Inc. 5000 list
2014
Purestone, a
London-based
digital marketing
agency, joins the
family. We enter
China with the
acquisition of EBA
Communications

10
The board
The Global Operating Board (GOB) meets each month. Its primary purpose
is to ensure the achievement of strategic objectives.
The Board is chaired by our Chief Financial Officer, James Oehlcke. He
is joined by the CEO, heads of regions and heads of operational
departments. They are (pictured from left to right) Stephen Corsi -
Senior Vice President / Global LEWIS Pulse, Chris Lewis - CEO, Andres
Wittermann - Executive Vice President EMEA & APAC , Andy Oliver -
Senior Vice President APAC, Yvonne van Bokhoven - Senior Vice
President Western Europe, Lucy Allen - Executive Vice President and
Chief Strategy Officer, Sarah Robinson - Global Talent Director, Sarah
Aitchison - Global Operations Director , Morgan McLintic - Executive Vice
President US, James Oehlcke - Chief Financial Officer and Giles Peddy -
Group Managing Director UK.
The group has a responsibility to make operational adjustments to the
business in order to ensure financial performance remains on track.
Current and forecast commercial performance is discussed every month.
Investment is also a key agenda item. Actual and potential business risks
are considered. Policies are formulated to help manage risk.
Guests attend on a regular basis to update on ongoing strategic projects,
and to present new opportunities.

12
Numbers
Growth has always been at the core of the company. The company has
never had a year without growth or a year without profit.
Performance
For the fiscal year ending 31 July, 2014, global revenues are expected
to be US$57m. This represents growth of 42% over the prior year. Part
of this growth is due to the impact of the acquisitions of Davies Murphy
Group, Purestone and EBA Communications. However, adjusting for ac-
quired revenues, organic growth alone is 16%.
LEWIS measures performance across four main regions. The United
States, Continental Europe, the United Kingdom and Asia-Pacific. The
pie charts show the split of revenues by region in 2010, 2012 and 2014.
$ 0m
1997 1998 1999 2000 2001 2002 2003
Revenues
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
$10m
$ 20m
$ 30m
$ 40m
$ 50m
$ 60m
Revenue growth in $ since 1997
James

13
Europe,
52%
US,
21%
UK,
18%
APAC,
9%
Europe,
46%
US,
34%
UK,
12%
APAC,
8%
Europe,
29%
US,
43%
UK,
15%
APAC,
13%
2010 2012 2014
Split of revenue by regions

14
The US is our largest territory, with 43% of revenues. It is also the
region that has grown the fastest. This reflects where the majority of PR
spend is and from where most of global PR spend is decided.
Continental Europe represents 29% of revenues, spread across 15
offices in 11 countries. The recession was longest and deepest in
Europe. Despite this, Europe continued to grow each year.
Revenues are forecast to be US$19.8m for 2014.
The UK is currently 15% of group revenues. Revenues are forecast to
be US$6.8m for 2014. This represents year-on-year growth of 42%.
Some of the increase is due to the UK division of DMG and the addition
of Purestone. The organic growth of 14% is also strong.
Asia-Pacific represents 13% of the group and growth has been very
strong in the last two years. Forecast revenues of US$5m for 2014 are
76% more than for 2012.
Profit margins are strong in every region and at group level. This is
the product of long-term planning and decision-making. We made a
conscious decision to keep investing throughout the recession, in the
knowledge that the returns would materialize once economies recovered.
Our recent track record of investment includes: new senior leadership in
the UK, Sweden and Belgium; doubling the resource in our Talent team,
including the appointment of a Global Talent Director; the Rise training
initiatives and substantial investment in sales and marketing.
Acquisitions
In 2009, LEWIS embarked on a plan to accelerate growth via acquisitions.
We have welcomed some great businesses into the LEWIS family, including:
Leads United in October 2009: Leads United was Belgium’s leading
PR agency in the technology sector. The deal bolstered our Benelux
presence, adding an office to Antwerp. Leads United was rebranded to
LEWIS PR in 2011, and is now a fully integrated part of the business.
“We have welcomed
some great businesses into
the LEWIS family.”

15
EBA Communications in May 2014: With offices in Beijing, Shanghai,
Guangzhou and Hong Kong, EBA doubles the size of our presence in
Asia-Pacific and provides a vital gateway into mainland China.
Our growth in recent years would not have been possible without a strong
network of partners. LEWIS is fortunate that it has a group of external
advisors that share its ambition, move quickly and think and act in an
entrepreneurial way. We would like to thank the following for their support:
BDO, Foleys, HSBC, McCracken Advisory Partners, Osborne Clarke, and
Partners Wealth Management.
James Oehlcke, Chief Financial Officer
Page One in October 2010: This US West Coast agency specialized in
social media and digital marketing, adding new skills and clients to our
portfolio. The social media team of Page One became LEWIS Pulse.
The PR team became part of LEWIS PR San Francisco, focusing on
emerging brands.
Davies Murphy Group in May 2013: The acquisition of Boston-
headquartered DMG almost doubled LEWIS revenues in the US.
This elevated us to be one of the largest tech-focused PR firms in
the country. In addition to a thriving PR practice, DMG also has a
successful marketing consultancy division.
Purestone in April 2014: Based in London, Purestone specializes in
digital marketing, including the creation of websites and apps. This
adds a production element to the LEWIS Pulse team’s digital services.

16
OUR PEOPLE
LEWIS keeps on rising
The Employee Partner Group
Launching a special award
The LEWIS culture
15
18
22
2.
23

17
LEWIS keeps
on rising
‘Rise’ is all about people development at LEWIS - to make us a more
creative, effective and competitive company.
At its heart are three main aims:
To ensure we and our clients have the best training in the industry
To plan careers to provide regular progression
To preserve and deepen our unique culture
Our culture is people-centric so there we focus on how people are
trained, how they learn and how they continuously develop as part of
a global company. The Rise initiatives represent this commitment to
its people, visual communications and creative culture. Our relationship
“Rise makes us a more
creative, effective
and competitive company.”

with visual communications is vital. The new mother tongue of social
media is image-based. Communicating with linear prose is becoming a
smaller part of storytelling.
Here are some of the key initiatives:
The LEWIS Senior Mentorship Program (SMP) now has 25 mentors,
using the skills and knowledge of our senior people, mentoring 45 leaders
of the future.
Alongside mentorship, the internal staff survey identified that
leadership and management skills should be reviewed at all levels.
This is to make leaders more skilled in how they support, coach and
develop people.
The ultimate aim is to launch an actual Academy in San Diego, California
to engage everyone in the overall drive towards a learning culture. To
find a name for the academy, a competition was launched. Teams and
“The ultimate aim is to launch an
actual Academy in San Diego.”
Alongside mentorship, the internal staff survey identified that
leadership and management skills should be reviewed at all levels.
This is to make leaders more skilled in how they support, coach and
“The ultimate aim is to launch an“The ultimate aim is to launch an“The ultimate aim is to launch an
actual Academy in San Diego.”

19
individuals from across the globe were involved and developed some
great ideas for names.
The competition winner was Elodie Hureau from our Paris office with the
name ‘Rise’. It was chosen as it really embodies the goals of the initiative;
‘Rise to the challenge’, ‘Rise to your potential’, even ‘Rise and shine’. It is
a strong yet simple message.
The first Rise pilot, focusing on leadership and management, ran at
Chelsea College of Arts, London. It involved 10 delegates from across
our global network and was our first international collaboration with
the College. The blending of visual communications and theory has
inspired the delegates to become more creative in their approach to
work and their teams.
“The name ‘Rise’
was chosen
as it really embodies the goals
of the initiative.”
was chosen
as it really embodies the goals

20
The Employee
Partner Group
Alba Roig Andres Wittermann Andy Oliver Belen Alonso Brian Compton Cathelijne van den Bosch Catherine Koo
Emma Jenkins Freek Janssen Gabriele Sciuto Gemma Kavanagh Haley Hebert Ian Lipner Ian Williams
LEWIS Partners are employee stakeholders. Employee-ownership
is central to our independent status. Each year the Group nominates
new members, making it truly democratic. Outstanding contribution,
commitment, dedication, passion and sense of humor are just a few of the
attributes necessary to join the Group.

21
James OehlckeJade Wilkinson Jean-Paul Scholten John Morgan Jorge Lopez Jurriaan de Reu Jutta Deuschl
Chiara Morelli Chris Ulbrich Christiane Conrad Claire Rowberry Debbie Laird Dietmar SpehrChris Lewis

Mary Neveling Melanie Lombardi Michael Gonzalez Michael Hay Miek Gielkens Morgan McLintic
Kate Axelby Kate Finigan Katherine Nellums Katie Pierini Katrin Zwingmann Katy Lyons
Marisa Orellana
Karim Rhalimi
22
Sarah Robinson Sarah Wincott Scott Blevins Scott Pettet Stefan Epler Stephen CorsiSarah Aitchison

Nicolas Lefevre
Kelly Redding
Nicole Tanenbaum Noah Dye Rafael Rahn Ray George Ruth Streder Sally O’Neill
Kim Karelis Lewis Keyte Lucie Robet Lucy Allen Lukasz Kluj Marie-Laure Laville
23
Uwe Lang Velina Gaillard Vera Kops Veronika Bliem Wendy Brittain Yasmine Boucetta Yvonne van Bokhoven

Launching a
special award
Our friend, colleague and LEWIS Partner, Suzy Ferguson, passed away
on 26 July, 2012, aged just 31. ‘The Ferg’ joined us in 2003 as a graduate
and with her combination of leadership and energy, rapidly climbed the
ladder. Clients loved her and staff loved her. She made Partner quickly
and went on to become one of the best-loved leaders in the business.
We launched the Suzy Ferguson Spirit Award on 26 July, 2013, in
partnership with Gorkana Group, to honor her memory. Unlike other
awards that only acknowledge professional achievements, we wanted
this award to recognize individuals of exceptional character, integrity and
determination. The judging panel was formed from those who knew her
best; her family, her friends, her colleagues and her clients.
On 21 March, 2014, the first winner of the award, Rosie Warin, was
honored at a lunch reception at the LEWIS London office. For the
judges, Rosie embodied everything the award stood for - someone
who makes a difference and that people look up to. A combined
donation from LEWIS, Gorkana Group and Progress was made to Bowel
Cancer UK, the award’s official charity partner. We hope the inaugural
Suzy Ferguson Spirit Award is the first of many.Suzy Ferguson
Jeremy Thompson,Alex Ferguson, Rosie Warin,
Sally O Neill, John Carter

25
The LEWIS culture
It’s all about our people. We are a truly global company with a strong
multi-cultural identity and the ambition to match. We act with integrity in
business and with our people.
to different offices each year. No matter where you travel, one thing is
clear. LEWIS has a consistent culture that supports energetic, enthusiastic
and dynamic people.
LEWIS is increasingly defined by its links to the creative arts with
projects such as the Kupambana Foundation, which supports the arts
communities and business. Our collaboration with the creative community
is providing our staff with a more visual and alternative approach to their
work and to managing their teams.
Another key component of developing and supporting people is our
Senior Mentorship Program, aimed at developing our leaders of the future.
We recognize that as we expand we need exceptional people to drive the
business, who are not afraid to lead.
Our culture is also about being socially aware and giving back to
communities through charity work. Our people are allowed time off to work
“We welcome difference and
embrace change.”
We mean business on a global scale: Singapore, San Francisco, Munich,
London, Paris, Madrid, Sydney and Milan to name a few of our 28 offices.
Our locations provide opportunity for our people. No matter what
level people are in the business, we encourage travel to experience our
offices,other cultures and learn from each other. You cannot fully
understand your culture without leaving it. Over 30% of our people travel
Sarah

26
for these differences. We also understand that, as people progress,
needs may change. That’s why we have an extensive personalized
program that ranges from supporting global secondments to a flexible
working scheme.
with a charity of their choice. We also regularly support charities within our
offices. We welcome difference and embrace change. Team ethos is very
important and we promote social activities well beyond just a ‘night out’.
A social culture is as important as a work culture.
We know people enjoy both aspects of LEWIS and really like the people
they work with. We know because we survey our people and they tell us
exactly what they think. It is this combination of characteristics that has
helped us achieve commendations in PR Week’s Best Places to Work
and The Holmes Report’s Consultancy To Work For awards.
We believe our people are entitled to receive exceptional benefits at
every stage of their time with us. We recognize that what one graduate
values in one area of the globe is different from another and we cater
“LEWIS has a consistent
culture that supports
energetic, enthusiastic and
dynamic people.”
with a charity of their choice. We also regularly support charities within our
“LEWIS has a consistentwith a charity of their choice. We also regularly support charities within our
offices. We welcome difference and embrace change. Team ethos is very
important and we promote social activities well beyond just a ‘night out’.
“LEWIS has a consistent“LEWIS has a consistent
energetic, enthusiastic and
dynamic people.”
“LEWIS has a consistent

27
“A social
culture is as important as
a work culture.”
Our mix of nationalities mean that we are culturally different in so many
ways but the LEWIS culture is what binds us together.
Finally, our sense of humor. We take this seriously. Having a sense of fun
says many things to us:
You have judgement
You have timing
You are relaxed
You know how to make people engage
Sarah Robinson, Global Talent Director
“A social
culture is as important as Our mix of nationalities mean that we are culturally different in so many
ways but the LEWIS culture is what binds us together.
Finally, our sense of humor. We take this seriously. Having a sense of fun
Our six-monthly global employee engagement survey, combined with
a robust and effective appraisal system, helps keep us on track and
find ways in which we can develop further as a company and for our
people. The survey is a great platform to find out how our employees are
feeling, what they like about the company and areas for improvement.

28
OUR WORK
The way we work
Client highlights
27
31
3.

29
The way we work
Creativity and storytelling remain at the heart of our company.
As we have grown, we have seen the world exchange information more
and more quickly. It’s clear to us that the creative heart must beat faster –
that we must pair imperative with this creativity. This is the way to be fit for
the pace of communications today.
Because we are global and we take the time to get to know each other
and our cultures, it has become even easier to recognize the universality
of human stories. While our surroundings and customs may be diverse,
the things which thrill us and captivate us remain the same.
We hire people with the talent to recognize those narratives in their native
contexts - whether because of gifted intuition or because of quantified
insight. Then we give them tools to power both.
We pursue narrative in the name of three goals along a brand’s continuum:
Awareness, Association and Attachment.
1. Awareness = “That brand sounds interesting”
2. Association = “That brand’s product could address my needs”
3. Attachment = “I like the brand enough to buy and recommend
the product”
Across every market, and every discipline, there are six core elements to
our approach: insights, content, story, engagement, measurement and
global unified servicing.
Lucy
Ian

30
Marketing without context is just noise.
We combine data insight and our deep
news culture to identify communications
opportunities for our clients.
This demands a culture of 24/7/365
situational fluency. We combine fast and
automated social and news analysis with
traditional qualitative research. We go
beyond keyword monitoring – to news
immersion – in order to uncover each brand’s
intersections with the cultural trends that will
drive the media’s future interest.
We translate these insights into action by
forming rapid response strategies and using
“newsjacking” tactics to excite editors and
simply yield more awareness.
To maintain awareness and get buyers to
associate a brand with key audience values,
there’s a need to continually find intersections
with business and popular culture.
We focus on creating a constantly
replenished supply of timely content that fits
into existing conversations, while whetting
the audience’s appetite for the brand’s
own story.
To do this, we establish and maintain a
cadence of news releases, expert
comments, blog posts, videos or graphics,
and publish and promote each asset to the
right audiences at the right time.
Content puts a brand onto the stage, but a
compelling narrative turns it into the star of
the show.
Great stories are the most effective global
brand currency, but conveying the tale of a
compelling journey requires one of its own.
Our “newshounds” uncover media-friendly
assets, whether a star executive, an offbeat
implementation or a compelling vision of
the future. Our brand journalism approach
creates meaningful, data-driven resources
that provide audience insights and proofs
that link companies with urgent market
trends. Our creative imperative means that
the narrative will associate your brand with
the emotions driving the target market.
INSIGHTS CONTENT STORY

31
A great story often hinges upon great
timing - there is a make-or-break moment for
everyone. Whether it’s a crisis, a race to
market or a battle to land a key customer,
when that moment comes, you need the
ability to deploy the right resources to the
people that matter – the “tideturners”.
Our highly-targeted influencer relations
identifies a brand’s influencer ecosystem.
And then we choose the vehicles for creating
attachment and advocacy in that moment
that matters, whether a great pitch, a social
ad campaign or an in-person event.
Our programs advance business goals
and we use matured metrics platforms to
highlight success factors. This means our
campaigns are not just quantifiable, but
they are actually steered and accelerated by
data-based insight to what’s working.
Our approach to defining key performance
indicators for our programs, which we
call LSCORE, leverages AMEC-certified
guidance and simply makes campaigns
more effective.
That’s nearly everything we do to create
results – but our clients are probably most
attached to us because of the way we do it.
We take away the complexity of campaign
management so that multi-channel, multi-
market campaigns are controlled, consistent
and efficient. And we really do make the
whole thing pleasant.
Our Welcome Path helps brands get to
know all of the resources at their dispos-
al when engaging with LEWIS. We embed
ourselves in the communications culture
through time onsite with our clients. We help
speed best practice within our clients’ own
teams through training.
We have contacts in every timezone and local
experts deliver a white-glove service, with
no fear of frankness, and most importantly,
a worldwide commitment to creativity with
imperative.
ENGAGEMENT MEASUREMENT
GLOBAL
UNIFIED
SERVICIING
Lucy Allen, Executive Vice President and Chief Strategy Officer and
Ian Lipner, Vice President

32
Our style is to take away
the complexity and demystify things for people
who manage a multi-market campaign.
We are commercially-minded yet flexible and adaptable.
We’ve got fewer hierarchies and are dynamic and energetic.
We don’t use international as an empty phrase –
our hearts beat globally as one
and we live it. |
“
“

33
Client highlights
We’re privileged to work with many great clients across a range of sectors
who share the same passion, vision and drive as us. From ten weeks to
ten years, from start-ups to market-leaders, we approach every campaign
with the same energy and creativity. The next few pages take you through
some special highlights.

3432
Growing VMware’s Cloud
LEWIS Pulse was set the challenge of launching VMware’s
Hybrid Cloud service using social media, including a big push and
on-site support at its global conference, VMworld. Activites
included dedicated community management and content
development across blogs, Twitter, Facebook, LinkedIn, plus paid
advertising programs. The team generated over 10,000 social
media mentions during the event, and grew the vCloud social
channels to over half a million combined audiences.
Social advertising programs through Twitter, LinkedIn and
Facebook are now the top 3 online lead generators for enterprise
sales. In fact, social media drives 30% of all leads every quarter!

35
Hello Singapore, Malaysia,
Hong Kong! Spotify here
The Asian launch of global music streaming service, Spotify, earned
the title Campaign Asia’s Media Launch of the Year in 2013.
The simultaneous launch in Singapore, Malaysia and Hong Kong
scored over 300 pieces of coverage across online, print and
broadcast media. Social media reach saw Spotify trend #1 on Twitter
worldwide - capturing a large volume of conversations and creating a
social buzz to amplify the message and acquire new fans and users.
On launch day Spotify was the most downloaded app on iTunes in
Singapore and Hong Kong and held the #3 position in Malaysia.
33

3634
Samsung’s World
Premier turns a page
in music history
The world’s first “digitally” composed musical score set
the right note for Samsung’s launch of the Note 10.1.
A unique partnership with the Brussels Philharmonic
Orchestra created the perfect platform to demonstrate
its efficiency and features. The Belgian press loved
the VIP concert, where the audience sat amongst the
musicians for a heightened experience. The campaign
was featured across Belgian dailies and broadcast
titles, as well as achieving international coverage.
Judges were equally impressed at the European Excel-
lence Awards, awarding it Best Benelux Campaign 2013.

3735
Salesforce.com
newsjacks the Dutch
coronation with Radian6
An entire nation watched the crowning of a new King on April 30, 2013.
The LEWIS PR team grabbed the unique opportunity to associate client,
salesforce.com, with the Dutch Royal buzz. LEWIS employed Radian6,
salesforce.com’s social media monitoring tool, to gather data. The team
approached national and broadcast with stats on the online buzz during
the day of the Queen’s abdication. The team provided reports and analysis
on Twitter discussions, which could be used by the media during live TV
broadcasts. The rapid creation of branded assets enabled the team to
ride the media wave.
The campaign brought the niche software to the attention of an audience
of over 4.5 million.

3836
Zumba dances its way
into Italy
When Zumba Fitness wanted to make an impact in Italy, the LEWIS team
threw themselves into the challenge. The campaign reached out to the
health, fashion and lifestyle media, building engagement and awareness
through interviews, surveys and news. The team also engaged with a
national instructors’ network, supporting local events and developing
content. By involving influencers and celebrities, like Italian pop singer
Alessandra Amoroso, the awareness grew even further. In just six
months, Zumba Fitness appeared in 450 articles, including covers for key
magazines and broadcast appearances.

393943
Simyo moves upmarket with a
mobile microsite
Simyo had a reputation for affordable and short-term mobile tariffs in Germany. Recognising
theambitionofitscustomers,thecompanywantedtomoveupmarket.LEWISPRdeveloped
a thought-leadership campaign to establish it as more than just a discount option.
At the heart of this was a microsite hub for mobile trends to showcase Simyo’s knowledge
of the mobile market. The site became a source of information for consumers and the
media. The content included survey results, specialist topics and communicated Simyo’s
values beyond products and pricing. The surveys proved extremely popular. Based on
target media’s specialist topics, conducted with the Forsa Institut, they reflected the
opinions of over 1,000 consumers aged between 18-35.
The campaign saw unprecedented online coverage with over 410 million views. Print
coverage reached an audience of 3.2 million and included an exclusive two-page feature
on in “Focus” and half-page feature in BILD.

4139
Splunk:
world’s most innovative
company in Big Data
Tasked to rebrand Splunk as a leader in Big Data, LEWIS worked to
update Splunk’s corporate narrative, build brand awareness and create
media appeal. Within months of the partnership, headlines from
publications like InformationWeek sharing how “Splunk Answers Business
Demand for Big Data Analysis” and Forbes alluding to Splunk (“Security
Data Is Big Data And A Business Advantage”), put the company in the
tech journal limelight with 80% of all Splunk news focused on Big Data.
Captured in nearly every major business and tech media outlet, Splunk
became the poster child for Big Data, significantly increasing sales and
brand visibility. In 2013, Fast Company listed Splunk as #4 on the World’s
Most Innovative Companies list and #1 on the World’s Top 10 Most
Innovative Companies in Big Data list.

42
OUR WORLD
Ten trends in digital PR
The Kupambana Foundation
41
4.
46

43
2.1.
Ten trends in
digital PR
Digitization has changed the world of PR in a very short time.
Consumers are reading less and less on paper and more online,
with a major impact on the relationship between PR professionals
and journalists. The digital era however is also giving companies
greater opportunities to communicate through their own ‘owned’
channels, such as social media, their websites or online video
channels.
It’s all about telling a good story in the online world, and finding the right
channels to get the message to the target group. And that’s exactly what
PR has been good at for years. This is pushing the profession further
towards other marketing disciplines.
So what are the most important trends in online PR?
1. Journalists are online
Google and social media have also become essential sources for
input for journalists. Researching a new article often begins with a
search query on Google. Naturally this provides opportunities for
companies: the best thing that can happen is if a journalist can’t avoid
you when seeking an expert in your field. So being able to be found online
is essential; one objective of online PR is therefore to build up online
authority. Regularly posting fresh, relevant content online is the best way
to stay high in the search results.
Social media is also an ideal tool for PR professionals to get to
know journalists better; what subjects interest them, what are they
working on?
2. Responding online
Newsjacking is a technique which has risen fast in recent years: by re-
sponding quickly (and often astutely) to a news development, brands are
often able to attract attention. Anyone wanting to get a message into the
media needs to make sure their timing is right.
Previously a successful PR opportunist could not do without journalists.
In the online age, newsjacking has changed. News is much faster,
so timing is more important. You can also respond in other ways; not
only in the comments or through social media, but also through other
‘owned’ channels, for instance a company blog where you post your
Freek

44
3.
story. You are not dependent on a journalist to use or ignore a response:
you publish it yourself and if it is relevant and interesting enough, it will
create its own buzz on social media.
3. Brands become publishers
And this actually brings us to ‘brand journalism’. What stops you as a
company occupying a publisher’s chair yourself? At the end of 2012,
Coca-Cola completely restyled its corporate website itself, with the
intention of telling the story behind the company. Refreshing the world,
one story at a time is the credo: among other things you read about the
creation of the Coca-Cola Father Christmas or Santa Claus, and how it
came about that the company previously introduced New Coke – a flop –
onto the market. Red Bull has its own Media House; a 135-strong editorial
team produces daily news, documentaries and background stories in four
different languages.
Brand journalism is also on the rise in B2B marketing. There used to be a
trade journal for every niche discipline. In most sectors the niche titles are
disappearing, and only the larger, general publications remain. Now the
gap is being filled by companies. For example, Cisco, one of the world’s
“You are not dependent on a
journalist to use or ignore a
response: you publish it
yourself and if it is relevant and
interesting enough, it will create
its own buzz on social media.”
largest IT network suppliers, has set up an online channel, The Network.
This is maintained by ex-journalists who write not just about the company,
but also about general trends in the sector.

45
6.5.
4.4. Online influencers
To complicate it even more: apart from the possibility of blogging yourself
(or on behalf of a spokesman or expert), PR is also involved with external
bloggers.
How do you decide which bloggers could be useful for a PR campaign,
and, most importantly, how do you approach them? That differs hugely
per blogger. One might be particularly open to a scoop, another wants
to be invited to events, a third perhaps has a regular interview section for
which he likes to receive suggestions. So for PR professionals it is espe-
cially important to get to know a blogger well, and also to simply ask them
what they would like.
5. Measurability
For years advertising value equivalent (AVE) was regarded as the only way
of demonstrating the ROI of a PR campaign. The calculation worked this
way: for every article generated in the media, you determine what it would
have cost if an advertisement of a similar size had been taken in its place.
Count up the advertising value of all the coverage, and you know what a
PR campaign has yielded.
This calculation method has always been controversial. After all, it says
nothing about the return on investment, but at the most says something
about the replacement of investment – in other words, how much you did
not have to pay in advertising expenditure thanks to PR. At the same time,
the discussion continued as to whether a square centimetre of editorial
attention is in fact worth more or less than advertising space.
Online PR is more measurable than the traditional variety. It is easier to
estimate how many people have read an article, but what is also measurable
is how many people share an article via social media or respond in the
comments – the engagement. You can also measure the effect of PR on
the traffic to your organization’s website, but more about this shortly when
we consider SEO.
6. SEO
The shift from the influence of traditional gatekeepers (such as journalists)
to the media consumers themselves has made search perhaps the most
powerful resource in the mix for online campaigns.

46
7.
All stakeholders use search engines such as Google and Bing to find
information. This even applies to journalists, who regard search engines
as their biggest resource for their articles.
The reality is that the importance of search for brands is growing.
Within online PR, just as for ‘traditional’ campaigns, creating the
most relevant story for the target group is priority number one.
PR agencies are there to deliver unique relevant content to the
right target groups, and SEO is a supporting resource here in the
distribution of this content through online channels such as online
publications, blogs and social media.
7. Social media
As the earlier sections of this chapter showed, the boundaries between
marketing and PR are becoming increasingly vague. This means
discussions on which discipline should be responsible for an
organization’s social media campaign have gone on for years.
The core of social media is conducting relevant conversations with
the target group. If this involves an activation campaign, then there’s a
major role for the creatives within the digital marketing agencies. If, by
contrast, the objective is to use the social media channels to deliver
information and knowledge to the target group, then a background in
PR and journalism is essential.
In this way, online PR and social media revolve around the conversations
with consumers or clients looking for inspiration, knowledge and
information. Or to put it briefly: long-term relationships in which the
social media channels are a publishing platform for the stories from
the organization.
“This trend is already clearly
noticeable in the online PR
world, with the expectation that
visual content like infographics
and video can only become
more important.”

47
10.
9.8.
8. Content marketing
Content marketing is one of the hottest topics in marketing right
now, certainly for B2B organizations. It’s a movement which puts
non-commercial content at its heart: how can I offer my target group
useful information to help them with the questions or problems they have?
Unlike advertising, content marketing is located clearly within the initial
phases of the customer journey: creating brand awareness and
brand preference.
This is the same corner of the marketing department where PR can
be found: looking at an organization through journalistic glasses to
determine where interesting stories are. However, online PR is more
news-driven than content marketing, but the expectation is that the
two disciplines will increasingly operate hand-in-hand.
9. Visual content
Readers are overwhelmed with content. To still stand out in this avalanche
of messages, you need to have a really strong story, or something which
looks fantastic. Or both, of course.
The rise of Instagram, Vine and Snapchat show that we want to see
more and more images and video. This trend is already clearly noticeable
in the online PR world, with the expectation that visual content like
infographics and video can only become more important.
10. Marketing automation
Slowly but surely marketing automation is building a bridge between
PR and content marketing on one hand, and sales on the other. It holds a
sparkling promise. And that is the connection of two three-letter
acronyms from IT: CRM (customer relationship management) and CMS
(content management system). This means you will gain an insight into
which clients and prospects (from your CRM) are interested in specific
subjects (which are in your CMS).
This makes it a lot easier for the sales department to enter into the right
discussions, and thus for PR to demonstrate its ROI.
Freek Janssen, Content Director

48
Kupambana partners with students and academic institutions globally to
facilitate collaboration between the creative arts and the communications
industry.
The relationship between Kupambana and Chelsea College of Arts is
significant - it brokers a ‘third way’ in the relationships between business
and the Higher Education sector. Instead of what we can do for you or
you can do for us – there is what we can do together. Kupambana is an
exemplar of connectedness.
We are used to the donor system of businesses offering (e.g.) prizes
and bursaries (not enough but some), but the relationship is thus finite
and defined around the donation of fixed sums. Our relationship with
Kupambana flows both ways.
“Kupambana is a
not-for-profit
initiative founded by LEWIS
PR to champion
the adoption of
visual and creative arts
in communications.”
The Kupambana
Foundation

49
We do benefit from donated monies – Kupambana has directly financed
the final exhibition catalogues for the last two years as well as directly
funding PhD programs.
But we have also contributed our expertise to LEWIS PR (the generator
of Kupambana), through a significant contribution to its burgeoning
Leadership Development scheme.
In another example of mutual benefit, LEWIS PR (London) challenged
our Interior and Spatial Design courses to redesign its office
“The Kupambana & Chelsea
Partnership is significant - it
brokers a ‘third way’.”

spaces. The resultant interface between its business and
our design skills will offer LEWIS PR a fantastic and dynamic
new working environment. In exchange our students have had
the very real experience of following their ideas to a positive
conclusion within the constraints of the profession they are about
to enter into.
So our relationship has benefited our students directly through:
Catalogue funding
Design opportunities
PhD student funding
“In another example of
mutual benefit,
LEWIS PR challenged our
Interior and Spatial Design
courses to redesign its
office spaces.”
spaces. The resultant interface between its business and
our design skills will offer LEWIS PR a fantastic and dynamic
new working environment. In exchange our students have had
the very real experience of following their ideas to a positive
conclusion within the constraints of the profession they are about
“In another example of
mutual benefit,
LEWIS PR challenged our
Interior and Spatial Design

51
This relationship has also benefited Kupambana’s parent company:
Contribution to the Leadership Development and staff workshops
Interface with students and staff from LEWIS PR
Radical redesign of office space
This model of ‘interconnectedness’ pioneered by Kupambana with
Chelsea College of Arts will bear more benefits as we progress and
develop our association.
The widespread global influence of Chelsea alumni and our connec-
tions to high-quality arts institutions around the world offer us a unique
and global interface with LEWIS PR. The potential projects we can
generate together will increase Kupambana’s influence in more and
more countries as we work with more and more LEWIS PR offices.
As we (who have experienced the projects undertaken so far) have
begun to realise, the benefits from increased interconnectedness of the
creative arts and business allows business to re-find its societal role,
and Higher Education institutions to connect to and influence the world
around them.
George Blacklock, Dean of Chelsea College of Art & Design
George

52
Global regions
LEWIS Pulse
LEWIS+ Partners
Extended family
51
66
68
76
OUR NETWORK5.

53
Over the last nearly 20 years, LEWIS has become one of the world’s
most international communications agencies. I still remember our humble
beginnings in Covent Garden.
In the late 1990s, our clients started asking about support in other
countries. The driving forces behind that development
were, and still are, globalization. Over 80% of the global internet
population are a member of at least one social network. Today, almost
every LEWIS client is in more than one country and needs
measurable and localized support in many corners of our planet.
Global regions
LEWIS identified the need for a global network very early on. Every year
we re-invest our profits back into our business – to expand our global
footprint and develop additional services.
“Every year we re-invest
our profits back into
our business.”
Today, our capabilities to deliver global campaigns are second to none.
Here are some reasons why:
Over the years we have built a global network with wholly-owned
offices. This gives us presence in all leading economies that have top
priority for all of our clients
We recently launched our affiliate partnership network, LEWIS+.
Currently this adds 11 countries, with a focus on emerging mar-
kets: Brazil, Denmark, Israel, Mexico, Russia, Turkey and the Latin
American countries. LEWIS+ agencies share common practices,
client services programs, HR, training and recruitment initiatives
and guarantee a globally consistent approach and service level
In addition, we have built a network of carefully selected agencies in
45 more markets
This means LEWIS can respond to a client request for
support in 75 countries within 24 hours
The world is changing at an unprecedented speed. You can only be
successful in this environment by changing too. This means you have to
learn, develop – and do things differently.
This means a lot of investments in resources and time. Being owned by
partners all working in the business, LEWIS is flexible to respond to these
challenges immediately.
On the following pages are insights into the dynamics in each region
around the world: the economic challenges and opportunities, media
landscapes and the status of digital in each of our major regions.
Andres Wittermann, Executive Vice President, EMEA & APAC
Andres

“55. 3500. 87.
Three numbers that define the
immense opportunities and
challenges of Asia-Pacific’s
communications landscape.”
The view from Asia-Pacific
55.
With over 55 countries in Asia-Pacific, the landscape is extremely diverse.
From a communications perspective, it means that messages and
strategies that deliver results in one market may not in another.
3500.
Over 3500 languages - or half of the world’s languages - are spoken
across Asia-Pacific. Four of the top ten languages used by internet
users are Asian languages. This translates into media publications and
social networks in different languages to cater to the population. One press
release will not fit all; neither will a social network plan and strategy that
centers around Facebook, Twitter and LinkedIn.
87%.
That is the number of people who own smartphones – and regularly
access the internet - in countries like Hong Kong and Singapore. Our
content has to be adaptable to mobile platforms; our campaigns smart
enough to address this audience.
LEWIS Asia-Pacific has been operating in an environment as challenging
as this since 2001 when we first set up our office in Australia. As a
company, we’ve long acknowledged the importance of investing in Asia-
Pacific as the region continues to power ahead in economic terms and in
some cases defies global trends. APAC is the fastest growing economic
region in the world, headlined by the awakening giants, India and China.
ASIA-PACIFIC
Andy

55
The move into emerging markets is not without its challenges. Indonesia,
for example, is generally considered the most complex of the seven
markets, as it is made up of thousands of diverse regions and islands.
Many of these regions have their own media, much of which is traditional
print or broadcast, with nationwide internet penetration a low 28 per cent.
Where Indonesia shines however is in the mobile space where the coun-
try has around 300m mobile subscribers, making it the fourth largest
market globally. Smartphone penetration is growing also, currently sitting
at roughly 30 per cent, or close to 100 million people.
This level of mobility has serious implications for social media in
Indonesia, particularly in large cities. It is little wonder therefore that Jakarta,
Indonesia’s capital, is known as the ‘Twitter capital of the world’ with more
users than any other city. Social network Pinterest is also capitalising,
launching an Indonesian version early this year.
Facebook is also extremely popular in Indonesia, with many basic feature
phones coming pre-installed with the application. For many Indonesians,
Facebook is their first taste of the internet. In terms of sheer size however,
no market comes close to China and its 1.4 billion population. We’re
thrilled to be a part of China now, courtesy of our acquisition of
EBA Communications.
During the latter part of 2012, LEWIS announced a US$5m investment
plan to take the company into new emerging markets in Asia. This plan
was realized during 2013 with the opening of new offices in India and
Malaysia.
Apart from an investment in expanded geographic footprint, we have also
invested in our capabilities in Asia-Pacific. Today, Singapore hosts one of
the LEWIS Pulse hubs across the network.
Asia’s emerging markets mainly comprise China, India, Indonesia, Malaysia,
the Philippines, Thailand and Vietnam. Today, LEWIS has offices in China,
India and Malaysia and we plan to open in Indonesia in the near
future. This will give the company a strong foothold in the emerging Asian
markets to complement our more established offices.
Andy Oliver, Senior Vice President, Asia-Pacific

56
The view from Germany
Remembering our days at school, didn’t we all hate the teacher’s pets?
Those guys always had the best marks and put their hands up in a
maniac manner to answer the teacher’s questions. Instead of playing
with the other kids, they read Wittgenstein. In the European Union in
recent years, Germany was one of these eager beavers. Without question,
Germany is the economic and financial powerhouse of Europe. The
influence of German politics on the European plateau increased during the
Euro crisis. Historically, the Germans always brew the best beer. And to
make matters worse, Bayern Munich and Borussia Dortmund dominated
the European football.
But there is some hope. In terms of adopting social media, Germany
is a developing country, far behind European neighbors. According
to research from GIK and Horizont, only a third of German companies
use social media within their communications strategy. Shame on us.
Companies from The Netherlands (50%), Sweden (45%) and the UK
(42%) are doing far better in terms of using Facebook, Twitter and LinkedIn.
But what are the reasons for reservations from German businesses?
1. Media landscape: Compared to other European markets,
Germany still has a quite successful media landscape. So many
German companies don’t see an ultimate reason to shift their
communications programs from traditional media to new channels.
For instance, a few years ago the weekly magazine “DIE ZEIT”
was nearly bankrupt, but with a smart content and online strategy
the revenue of the publishing house grew nearly 9 percent in 2013.
2. No clear responsibilities: Most German enterprises are still
organized in silos. PR, marketing and HR are separate units, living in
their boxes and planning separate campaigns. However, a key
condition for successfully embedding social media is forcing them
to open the silos. Consumer brands certainly understood the
necessity for a structural change. But most B2B companies are
very slow in adopting change and nobody really feels responsible
for driving it.
3. Just a toy: Many decision-makers still don’t see a real business value
of social media and social engagement. It’s simply a toy for fancy
brands addressing a young audience. German companies, especially
in the B2B sector, see Facebook, Twitter and blogs as a ‘nice-to-have’.
CENTRAL AND
EASTERN EUROPE
Rafael

57
Instead of concentrating on the changing behavior of their customers,
stakeholders and influencers, most companies are busy with themselves.
The fact of the increased usage of social channels is simply ignored.
However, those 33% of German businesses who have already embedded
social channels in their strategy are in a strong position. And the gap
between the reluctant companies and the innovative ones is getting
bigger. By establishing social channels, engaging with influencers beyond
media and investing in owned media, these companies have established a
communications ecosystem. The hub of the strategy is company-owned
platforms (blog, website). Earned and paid media are just subordinate
elements to increase conversions to the company-owned media. The
shift from earned media to owned media is part of a comprehensive
content marketing strategy. And the increased demand for storytelling and
brand journalism seminars and consultancy shows what’s going on in the
German market. While some companies still discuss if they need social
media within their communications mix, the fast movers are now ready
to spread their stories across multiple channels. They are ready for next-
generation storytelling.
Rafael Rahn, Senior Vice President, Central and Eastern Europe
Key communication trends
in Germany
Merge of B2B and B2C communications:
digital storytelling at the heart of any
communications campaign
LinkedIn will replace its German competitor XING
Watch Google+:
Although Facebook dominates the social networks market
in Germany, Google+ will play an increasing role for brands
due to the importance in SEO

The view from Northern Europe
For many businesses in the Nordics, the slow global economy didn’t have
as strong an impact as in many other countries. Unemployment however
is starting to become a tangible problem in Sweden, while at the same
time there is a serious shortage of skilled and qualified staff – something
Norway has been battling for years. More importantly, for international
companies wanting to do business in the region, the media scene
has evaporated.
Many international companies see the Northern region as a strong and
important market where they want to be. This means that advertising and
PR agencies have fared slightly better than in other countries. At the same
time though, the rapidly shrinking media scene, especially in Sweden and
Norway, has become a major issue for many B2B companies. Finland and
Denmark are now following close behind.
Advertising no longer keeps publications going. The content of
leading B2B titles, especially in IT, has been adapted to suit ongoing
“consumerization”. Starting several years ago, many companies chose to
invest in PR instead of advertising as it was more cost-effective. But as
the investment in advertising shrank, so did the room for editorial content.
A common misconception is that the articles and the readers moved onto
social media. But, there are very few bloggers or people on Twitter to
follow if you are interested in web content management, supply chain
management or compliance for example. So where did they all go? A
good grasp of the English language means that many people read
international publications and newsletters. Events, especially smaller
scale niche meetings like breakfast and lunch seminars arranged by
well-known companies, keep gaining in importance. And a few larger local
NORTHERN
EUROPE
“Advertising no longer keeps
publications going.”
Robert

59
mega-events like SIME and Webbdagarna in Sweden can charge massive
entrance fees and still pull a large audience.
There is however one sector which has gained hugely from all of this:
the content production agencies. As well-written articles and in-depth
analysis of complicated products, solutions and development has
become scarce, companies have picked up the slack and shifted their
focus from advertising and media relations to content production – both
of traditional material such as white papers and case studies, but in
many cases, news articles. Today, most forward-thinking companies are
transforming their websites to news sites. To feed these local websites
and local newsrooms, companies are struggling to develop content that
pulls traffic. Usability and thought-leadership are two key words in the
recipe for success. Being there at the very moment someone sits down
and types “implementing mobility policy best practice” into Google, has
become the one KPI to rule them all.
Robert Almqvist, Vice President, Northern Europe
57

The view from Southern Europe
Southern Europe has faced shrinking budgets, the closing of relevant
media - like Televisión Valenciana – and, a shift in comms with the rising
importance of social media. Three problems at once; the perfect storm!
A recession enables us to try new things though, and we looked to Latin
America. Here’s why:
Social media is used intensively, fuelled by political instability in
countries like Venezuela
There has been a rise in middle-class consumers. Over 50 million new
in the past decade
The economy triples the EU’s growth. The IMF predicts Latin America
will grow 3% in 2014, accelerating to 3.5% in 2018 (see bar chart)
Latin America’s biggest brands are investing abroad. Take Bimbo, the
food and beverage giant, which grew 46% between 2010 and 2012 by
acquiring different divisions of Sara Lee in US and Spain. Brazil’s InBev,
the world’s largest beer company, owns Stella Artois, Skol and Budweiser.
The list continues with Brazilian aerospace conglomerate Embraer and
América Móvil. These market giants are examples of brands that want
campaigns to reflect their roots, but appeal to a global audience.
Southern Europe is perfectly suited to satisfy the global needs of
Latam brands. Iberia can benefit from the prosperity of the Latin American
market by providing the perfect gateway to mainland Europe, while
Latin American businesses will be able to run successful campaigns by
having a strong, effective coordination hub that understands the cultural
complexities of a region with some 600 million people that mostly speak
Spanish and Portuguese.
With an increasingly strong presence in Latin America – through our recently
announced LEWIS+ agreements, dedicated campaign co-ordination
teams and owned offices in key markets - that helps us to provide the
right content with the right local flavor and still be truly global. Seamlessly.
Jorge López M-C, Vice President, Southern Europe
SOUTHERN
EUROPE
Jorge

61
0%
1%
2%
3%
4%
5%
6%
LATAM BRAZIL CHILE COLOMBIA MEXICO PERU
IMF’s projected growth of GDP in 2014

“The days when PR was
the ugly duckling to
advertising are over.”
The UK has started to find its feet following the global financial crisis. For
many, that started at the 2012 Olympic and Paralympic Games. People
from around the world came to see the athletes deliver on the motto of
faster, higher and stronger. They got more than that. They got a once in
a lifetime experience. I know I did as I sat in the Olympic stadium on that
amazing ‘Super Saturday’.
So when the Games closed, we looked forward not with thoughts of a
return to the doom and gloom, but with enthusiasm for the future.
Fast-forward two years, and the UK economy is now growing faster than
any other developed country. We are predicted to overtake the mighty
German economy by 2020, according to the Centre for Economic and
Business Research (Cebr).
What does this mean for the communications landscape in the
UK? Like the economy, PR has evolved and developed into a pow-
erful force. The days when PR was the ugly duckling to advertis-
UNITED KINGDOM
ing are over. To quote Matthew Freud, “the basic economic model for
media and marketing is broken”. From reputation management and
crisis communications, to demand generation and influencer relations, PR
now has the attention of executives as its value is recognised. We must
embrace it and seize the opportunity while we can.
Giles

63
As we hit the mid-point of 2014, the UK PR landscape has never been
more vibrant. But this brings challenges. The growing importance of
PR, and the shifts taking place across the paid, owned and earned
media landscape means that agencies and clients need to be more
sophisticated than ever before.
Not only do we need to find the right blend of paid, owned and earned
media, we need to increase brand awareness, drive leads, connect
with influencers and use data more smartly than ever before. The
sophistication needed to run a campaign or manage the corporate
communications of a brand is at a new level, and we are just starting to
get to grips with it now.
We are seeing shifts to drive more national and broadcast coverage but
at the same time engage in conversations over digital channels, and
offline for that matter, with key influencers. The days of delivering a great
press office are over. We need to deliver a great press office, social media,
influencer engagement, content and thought leadership.
So as we look forward, the challenges are real, but so too are the
opportunities. We have evolved and continue to evolve our services and
capabilities to meet the new communication paradigms we face.
Giles Peddy, Group Managing Director, UK
“So as we look forward, the
challenges are real, but so too
are the opportunities.”

64
The view from the United States
PR in the US is evolving at an extraordinary pace. The media landscape
is shrinking but our demand for content is escalating.
US brands have an opportunity to share more captivating stories
as traditional PR, social media and digital marketing become
integrated. Some have challenged the PR industry, stating that our work
should eventually become automated, but as new communication trends
emerge, it is clear that more creative storytelling techniques are needed
now, more than ever before.
“It’s the golden age of
visual storytelling.”
Here are five key communication trends that will shape the US
communications landscape in 2014:
The shift toward content marketing and brand journalism
continues. The turmoil facing media companies over the past
years has created an opportunity for every brand to become a
media company. Organizations are providing valuable, compelling
content that appeals to their target audiences, and then leveraging
that content across traditional meddia, social channels and
digital marketing
It’s the golden age of visual storytelling. Media and audiences today
expect a strong visual component to any story. This makes stories
stand out, creates more emotional impact, and makes them quicker to
consume and share across a range of popular social platforms
UNITED STATES
1.
2.
Morgan
Claire

65
Long-form stories are re-emerging. Social media and the digitization
of traditional media led to a fire-hose of short-form stories and
social media updates. This has fulfilled audiences’ cravings to
always be in the know, but it has also left them longing for more
in-depth stories. Now we’re seeing media companies (e.g., the
New York Times) and social media platforms (such as Medium)
experimenting with long-form content to balance out the constant
flow of quick-fire media
At the same time, news stories are published and continue to evolve.
With the growing demand for speed when it comes to breaking
stories, thanks largely to Twitter, the news media are adapting.
Now, it’s common for reporters to file brief stories or headlines
and then update them repeatedly throughout the day as more
information becomes available. Details are then verified as the
conversation around the particular event unfolds. That means there’s
more opportunity for rapid response and to contribute to trending
conversations
Influencers are everywhere. Every popular social channel that
emerges creates a new set of influencers. This has held true for
several years, but organizations need to look beyond traditional
influencer sources (e.g., news media, bloggers, LinkedIn, Facebook,
Twitter, YouTube); newer channels such as Pinterest, Vine, Instagram
and Tumblr, create opportunities to become an authority and
present a new crop of influencers to engage with
Morgan McLintic, Executive Vice President, US and
Claire Rowberry, Senior Vice President
3.
4.
5.

66
The view from Western Europe
I often wonder how three neighboring countries, that share a long history
and only two languages between them, can be so fundamentally different.
For example, the French are obsessed with food. The Dutch on the other
hand see food as a quick fix to fight hunger. The only thing we all have in
common is probably a chronic lack of sun hours.
So, how do these very different groups of people across the LEWIS
offices in Amsterdam, Antwerp, Eindhoven and Paris get along? By
having a common goal and challenge that unite us all. The offices
have embraced the change in our industry as a team. We have
invested in creating an all-round content proposition. We use that as a
basis for campaigns, which marries journalistic quality writing with great
visual content.
We make sure the content travels wide and far to reach target audiences.
For this we have adopted what we call ‘the rule of five’. This means every
piece of content that is developed around a news event, needs to appear
in five different forms. Whether it is an article, interview, video, infographic,
picture, Tweet or a video. We have a LEWIS Pulse team, based in The
Netherlands, specialists in creating digital content. They service the whole
region, led by Jurriaan de Reu.
A few years ago we embarked on a journey to diversify our client
base, and it has paid off. We now have one of the largest dedicated
WESTERN EUROPE
“The French are obsessed
with food. The Dutch on the
other hand see food as a
quick fix to fight hunger.”
Yvonne

67
consumer teams within the LEWIS network. Working for great brands such
as Yahoo!, AB InBev and 20th Century Fox. A lot of this growth and
expansion we owe to our Amsterdam office, which was opened only a
few years ago and is a rising star within our region. Led by LEWIS partner
Vera Kops, it is an amazing success story.
Our French office is growing exceptionally fast. This is the result of an
amazingly strong leadership team. With Marie-Laure Laville at the helm,
“We are working for great
brands such as Yahoo!,
AB InBev and
20th Century Fox.”
surrounded by LEWIS veterans and partners Karim Rhalimi, Nicolas
Lefevre and Lucie Robet, they are simply unbeatable.
Antwerp and Eindhoven remain solid offices. With a successful content
team, managed by partner Freek Janssen, they represent our journalistic
heart. Antwerp has some of the largest names in the industry on its roster,
such as IBM, Google, SAP and Samsung. Both offices are led by great
female role models and LEWIS partners Cathelijne van den Bosch and
Miek Gielkens.
It is an amazing privilege to work with the people in this region. Every day
we look for ways to innovate what we do, and deliver more value to our
clients. I think that is the secret of our success. We have ambitious plans
for the future. We want to win more clients from different sectors and roll
out more services. And despite the cultural differences we actually really
enjoy each other’s company!
Yvonne van Bokhoven, Senior Vice President, Western Europe

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LEWIS Pulse
Expanding across the globe
Through Pulse we offer our clients fully integrated digital marketing
services that encompass social media marketing, search engine and
display advertising, SEO, creative design and technical web development.
“As well as winning more
amazing clients, Pulse has also
won several awards
this past year.”
To supplement the original San Francisco team, in March 2013 we
launched Pulse hubs across Europe and in Singapore. And we haven’t
looked back. As well as winning more amazing clients, Pulse has also won
several awards this past year including two from Bulldog Reporter and the
moniker Campaign Asia’s Media Launch of the Year for our outstanding
digital work.
Here’s a taste of some more highlights from around the world:
In the United States, our partnerships with VMware and McAfee continue
to grow and we’ve also welcomed several new clients including Stericycle,
Ixia, Good Technology, CloudPassage and MapR. Under the guidance of
Haley Hebert, Vice President of Pulse US, the team continues to expand
our service offering to include increased social media and advertising
services as well as automated campaign management.
The Singapore team continues to grow at a rapid pace and boasts a
roster of high profile brands that include Porsche, Spotify, Hitachi, Oracle
and Frasers Hospitality.
The Benelux region, led by Jurriaan de Reu, Head of Pulse Benelux,
can also proudly claim many top brands as clients. 20th Century Fox,
Samsung, Dolby, Nintendo, Adobe and Vogel’s are just some of the
brands that benefit from the many talents contained within the team.
In addition to these core Pulse hubs, we’re expanding our digital
capabilities throughout Europe and Asia.
Stephen Corsi, Senior Vice President, Global LEWIS Pulse
Stephen

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LEWIS+
Partners
68
LEWIS+, our global partner agency network, was launched in response to
clients’ geographical demands. LEWIS+ member agencies are selected
because they share our service ethos, best practice standards and core
values. The goal of LEWIS+ is to deliver truly global communications,
combining global outreach with local expertise.
LEWIS+ expands our presence to seven new fast-growth markets. Here
is an introduction to our current members from Argentina, Brazil, Chile,
Colombia, Denmark, Israel, Mexico, Peru, Russia, Turkey and Venezuela.

71
Describe your agency in one paragraph
Since 2006, PR Partner has been providing communications services
(media relations, SMM and others) in Russia and the commonwealth of
independent states. We are one of the top 250 global communications
companies, according to the Holmes Report, and rank in the top
15 in Russia by RIA Rating. Our clients include Check Point Software
Technologies, VMware, OpenText, Pantum, OKI, Rosbank, Winx, Sanitelle,
Jack Wolfskin and others.
Give us an overview of your core expertise
We are a team of 32 proactive, positive and professional employees, many
of whom are members of professional organizations RASO and IABC. We
have three practices: IT and telecom, FMCG, finance and real estate.
Has your market embraced digital?
Absolutely - over the last two years we have invested a lot in social media.
We run the digital campaigns for InvesttorgBank, MDM bank, Oblakoteka,
RDTECH and Orange Business Services.
What are your three top tips for doing PR in your market?
Say something concrete to media and bloggers. Russian journalists
hate advertising jargon in PR materials!
Don’t call media before 11am, but feel free to call them at 9pm,
especially if you are in Moscow
Remember the time difference between Russian cities. For example,
there is seven hours difference between Moscow and Vladivostok!
Which book or movie best depicts your country?
‘Moscow Does Not Believe in Tears’ is a 1979 Soviet film made
by Mosfilm
Inna Alexeeva, Managing Director, PR Partner, Moscow
69
1.
2.
3.
Inna

72
Since 2001, we have been helping our clients build and enhance their
brands. We were pioneers in social media in Brazil and in 2012, we were
credited to be the best company to work for in our industry by Great Place
To Work (GPTW).
As a corporate communications agency, we are innovative, restless
and enterprising. We are experts in strategic communications planning,
corporate communications for B2B (IT, healthcare and insurance) and
communications intelligence.
Without a doubt - Brazil has around 100 million internet users,
according to IBGE and IBOPE research. Around 30% of internet users
are between 25 and 34 years old and spend 36% of their online time
on social media platforms, according to a recent comScore report.
Since 2001, we have been helping our clients build and enhance their
credited to be the best company to work for in our industry by Great Placecredited to be the best company to work for in our industry by Great Place
credited to be the best company to work for in our industry by Great Place
Many companies are looking at two high-profile sport events, the World
Cup 2014 and the Olympics in 2016, as an opportunity to explore
digital platforms to increase brand awareness and even business
opportunities.
Only negotiate exclusive subjects (don’t have great expectations
distributing press releases)
Just call media between 11am and 4pm, the Brazilian journalists don’t
like press release follow-up
One of the best PR tools is goodwill meetings
Laurentino Gomes books – ‘1808’, ‘1822’ and ‘1889’
Marcio Cavalieri, President, Grupo RMA, São Paulo
1.
2.
3.
Marcio

73
Radius Kommunikation is one of Denmark’s largest and leading
communication agencies. The company was established in 2003 and
currently counts 20 employees and more than 40 clients. Our mission
is to ensure that our clients’ communications are integrated across
communication channels in support of their long- and short-term
business goals. Accordingly, our premise for advising our clients will
always be each client’s specific business goals, market situation,
and reputation.
Radius Kommunikation advises on all aspects of corporate and market
communications and public affairs, which means we can offer end-to-end
assistance to our clients, from research, advice and strategy to creative
idea generation, process management and efficient execution, through all
communication channels.
In recent years, the market and our clients have matured immensely
and all types of communication and PR campaigns now have a digital
footprint. Deadlines are rolling and companies communicate in real-time.
The digital evolution has contributed to more transparency and dialogue.
The Danish media landscape has a limited number of both
national and industry media – but still media with very distinctive profiles.
This makes it essential to develop targeted media pitches and great
content that really stands out
All content needs to be localised and it is difficult to obtain coverage
without a local spokesperson with detailed market knowledge
Analysis-based stories still get great traction. Making population
surveys to illustrate a specific challenge facing the Danes or give an
interesting twist to a story is a good way to create relevance and get
wider media coverage
The Danish political drama series ‘Borgen’
Christian Wulff Søndergaard, Managing Director,
Radius Kommunikation, Copenhagen
2.
3.
1.
Christiaan

74
Allmedia PR is a full-service public relations firm, known for its strategic
approach to help global and local clients meet their varying organizational
goals. Allmedia specializes in consulting, planning, and implementing
public relations, integrated marketing communication, and digital media
activities for both domestic and global companies.
Allmedia has acquired most of its expertise and experience in the
business-economic sector. Over the past 11 years, Allmedia became the
largest and leading public relations agency for technology firms using all
media channels (from TV to social media).
Social media has became one of the most popular and influential channels
for communication and engagement and as a source to receive news and
updates. The business sector understands the benefit of those channels
and that the target audience is there. Therefore, organizations invest in
content and promotion activities. Facebook is the most powerful social
media platform in Israel, followed by Linkedin and Instagram. Twitter is not
popular in Israel.
Learn everything about your client so you can speak in the same
“language” with relevant reporters. Israeli journalists appreciate
professional PR consultants that know their client and the market well
Always be proactive and creative. There aren’t many publications in
Israel but there are many PR agencies, so proactivity is crucial to be
in the media
Journalists are getting ever busier. If you are offering a topic for an item,
bring other experts that can participate as well. That way you will save
time for the journalist and the chance of success is higher
‘Start-Up Nation’ by Dan Senor and Saul Singer
Oren Bason, CEO, Allmedia, Tel-Aviv
1.
2.
3.
Oren

75
KUTADGU specializes in corporate reputation management, business/
marketing communications and stakeholder engagement. The team
is experienced in consultancy, media relations, crisis communications,
employee communications and project management across various
sectors namely technology, finance, telecommunication, FMCG, energy,
retail and utility/infrastructure.
Corporate reputation and brand management are KUTADGU’s core
expertise areas. In addition, KUTADGU has a unique expert position in
Turkey in conducting stakeholder engagement programs in Equator
Principles / IFC / EBRD norms and standards, especially in major energy
and infrastructure projects.
Within Turkey, the effectiveness of digital is limited across mainstream
communication. Its importance depends heavily on products and services
being offered and which associated audiences need to be engaged.
The most effective communication in Turkey is when people feel close to
the brand. So focus should be on:
Experience marketing/event management
Personalised communication
Social responsibility
‘La Vita e Bella’ by Roberto Benigni
Ahter Kutadgu, Founder and Managing Partner &
Burak Tezcan, Senior Consultant, KUTADGU, Istanbul
1.
2.
3.
KUTADGU specializes in corporate reputation management, business/
marketing communications and stakeholder engagement. The team
is experienced in consultancy, media relations, crisis communications,
employee communications and project management across various
sectors namely technology, finance, telecommunication, FMCG, energy,sectors namely technology, finance, telecommunication, FMCG, energy,
retail and utility/infrastructure.
Corporate reputation and brand management are KUTADGU’s core
Ahter
Burak

Argentina - “El Jesuita”, Sergio Rubín and Francesa Ambrogetti
Evita Opera
Chile - “Mi país inventado”, Isabel Allende
Peru - “El lenguaje de la pasión”, Mario Vargas Llosa
Colombia - “100 años de soledad”, Gabriel Garcia Márquez
Venezuela - “De Verde a Maduro. El sucesor de Hugo Chávez”, Roger
Santo Domingo
Cristela Reyes, CEO, Market Cross, Latin America
We are an independent communications company with more than 18
years of experience in the Latin American market.
Core Services: strategic communications, PR, lead generation,
digital communications
18 years of experience operating with world-class customers, with
a focus on IT products and services
Our market continues to value print media. However, there is also
awareness among companies of the importance of having an
online presence.
Establish close and lasting relationships with journalists
Do not confuse advertising with the press
Provide quality content to the media. Latin American journalists
want hard facts to put together articles and need innovative and
appealing content
2.
3.
1.
ChristelaChristela

77
Know your stakeholders
Work with the philosophy and idiosyncrasy of the country
Have a 360 degree vision in communication
“Sor Juana” or “The Traps of Faith”, Octavio de Paz
Lorena Carreño, CEO, Marketing Q, Mexico City
Marketing Q Strategies and Communications specializes in using
research to create PR strategies and campaigns, crisis consultancy, and
brand reputation. Our clients are predominantly based in technology,
pharmaceutical, financial services and automotive areas.
We believe we are the accountants of success stories, based on market
and journalistic knowledge, as well as careful media management. We
pride ourselves on our implementation methodologies and standards in
line with the requirements of our clients.
Yes, Mexico is a vanguard of technology in social media. Our country is
one of the most connected on Facebook and Twitter, as well as many
other major social networks.
1.
2.
3.
Marketing Q Strategies and Communications specializes in using
research to create PR strategies and campaigns, crisis consultancy, and
brand reputation. Our clients are predominantly based in technology,
pharmaceutical, financial services and automotive areas.
Lorena

Extended family
For those not familiar with DMG, we are a 70-person integrated PR and
marketing firm with primary offices in Boston, London, and Munich.
Nearly all of our clients are B2B high tech companies, and they
range in size from global giants like Comcast, Facebook, and NTT
to early-stage venture-backed start-ups like Veeam, Brainshark, and
LiquiGlide.
Some of our clients use us strictly for PR, while others use
us for marketing activities such as lead generation, sales support,
content creation, creative services, event management, and messaging.
About two-thirds of our clients take advantage of both our PR and
marketing services.
We were founded in 1998 specifically to create a different sort of agency
– one that was more in tune with what clients wanted, one that was
designed to be the agency we’d always hoped to find when we were
clients of agencies.
Specifically, that meant:
Letting the clients’ business objectives drive the program strategy, so
that the value we delivered would be as appreciated by a CEO or VP
of Sales as it would by a CMO or VP of Corporate Communications;
Offering a broader and more tightly integrated set of services so we
could provide a complete solution to our clients’ business challenges
without having to rely on partners or outsourcing;
Hiring a more senior staff, who had experience on both the client and
agency side, and who came out of our clients’ industries;
Limiting our employees’ workloads to half what they are in many
agencies, and having them focus exclusively on client service, so
they were well-positioned to do truly exceptional work across all their
accounts; and
Adopting a fixed flat-fee business model so clients had no financial
disincentive for fully engaging with us, and involving us more deeply in
their businesses

79
In the 15 years we’d been in business prior to joining LEWIS, the model
proved extremely effective, we had one of the best – if not the best –
client retention records in the industry, literally all of our clients came in as
word-of-mouth referrals, obviating the need to do any proactive business
development, and 100% of our clients were strong, positive references.
When LEWIS approached us, the fit was obvious from the beginning. DMG
provided LEWIS with a significantly expanded presence in the US and
access to new services that offer an easily quantifiable ROI, and LEWIS
gave DMG a vastly expanded international footprint so we could offer our
clients a much higher quality, more tightly integrated program on a truly global
basis. We were like-minded about our approaches, shared a common
set of goals and values, and – perhaps most importantly – took our work
extremely seriously while not taking ourselves very seriously at all.
A year later, as we look back, the combining of DMG and LEWIS has been
even more successful than I could have imagined. We have multiple joint
engagements, with new business opportunities flowing in both directions,
and with greater frequency than expected. Our teams have gotten to
know, respect, and genuinely like each other, both through LEWIS’
generous secondment program, as well as through shared campaigns and
social activities. And, perhaps most telling, there is no element of “us” and
“them” – we have quickly and naturally fallen into a pattern of simply being
one team, marching in lock step toward a common goal.
Looking forward, there is every reason to believe this trend will only continue,
with the connections growing deeper and more plentiful. It is truly a
testament to the vision of Chris Lewis, and to the dedication of both
our teams, that we find ourselves in this happy and enviable position. I am
sure that a year from now, as I pause to take a moment to look back once
more, I will again be amazed at how much we’ve been able to accomplish
together, and how natural the union of DMG and LEWIS feels. In fact, it may
be hard to remember or even conceive of a time when it was any other way.
Truly, there could be no better indicator of a match that was meant to be.
Eric Davies, DMG
In the 15 years we’d been in business prior to joining LEWIS, the model
proved extremely effective, we had one of the best – if not the best –
client retention records in the industry, literally all of our clients came in as
word-of-mouth referrals, obviating the need to do any proactive business

It was with excitement and pride that Purestone joined LEWIS in April.
After nine years of riding the agency rollercoaster we felt it was the right
time to accelerate our vision and growth plans. We are positive this was
not only the right move for the agency and its clients, but also some-
thing unique within the agency landscape. There’s been a lot of M&A
movement in our market over the last 18 months, and we could have
pursued a number of directions, but felt strongly that LEWIS shared our
vision and view of the world.
As a global communications agency LEWIS has a really strong heritage
in PR, content and the art of storytelling. Add to this great experience in
social media, online communities and digital PR that when added to our
stable of services creates a genuinely compelling and complementary mix.
It will allow us to develop and shape digital conversations and experiences
that extend well beyond our previous capabilities.
The fact that LEWIS is fiercely independent is critical. It means it shares
many of our already established working practices and will no doubt add
a good deal more to our culture and ethos over time. They’re real people
with great experience who love what they do and love what we do!
We’ve no doubt it will be a fantastic platform for growth that enables
Purestone, its clients and its staff the opportunity to have a truly
exciting future.
Simon Butler and James Smee, Purestone

8179
From left to right: Chris Lewis, Giles Peddy, Simon Butler, James Smee

At the end of May, EBA Communications became the latest company
to join the LEWIS Group. Founded by journalist Euan Barty, we offer
communications services to clients in a variety of sectors including
technology and travel. We employ 50 staff across four offices in Beijing,
Hong Kong, Shanghai and Guangzhou. Our clients include Citrix, Gartner,
Honeywell, Infineon, LINE, Regus, Tourism Australia, TE Connectivity and
Universal Robots.
EBA is excited to be part of the LEWIS Group. LEWIS is one of the few
global agencies in the communications industry that has retained its in-
dependence. It is ambitious and fast-growing with a clear vision for
the future. It has a strong emphasis on digital capabilities, both within
its core operation and through the operations of its specialist digital
marketing team, LEWIS Pulse.
LEWIS adds a global context to EBA. Its international network offers us
business opportunities to serve clients looking for a global agency partner.
We have already partnered with LEWIS teams in the US, UK, Germany,
SingaporeandAustralia.ThispartnershipwillgivetheEBAteamexposureto
working with international colleagues, and additional career opportunities.
Claudia Choi, EBA Communications

8381
From left to right: Chris Lewis, Claudia Choi, Euan Barty, Andy Oliver

Our offices
Boston
San Diego
San Francisco
Washington DC
Amsterdam
Antwerp
Barcelona
Budapest
Düsseldorf
Eindhoven
Frankfurt
Lisbon
London
Madrid
Milan
Munich
Paris
Prague
Stockholm
Warsaw
Bangalore
Beijing
Guangzhou
Hong Kong
Kuala Lumpur
Shanghai
Singapore
Sydney
US APACEMEA

86
Websites: www.lewispr.com | www.lewispulse.com Blog: blog.lewispr.com Email: content@lewispr.com
Produced by the team at LEWIS Pulse © Copyright LEWIS Communications 2014 All rights reserved.
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